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Principles Of Strategic Management 3rd Edition Tony Morden - Solutions
3. What is the purpose of performance measurement criteria, performance indicators, and performance benchmarks?
2. How may enterprise management undertake the review and evaluation of the past or present strategic and operational performance of the organization?
1. Why may enterprise management undertake the review and evaluation of the past or present strategic and operational performance of the organization?
Using available information, carry out a comparative analysis of the planning style of two or more organizations known to you. Try, if possible, to include a variety of different types of organization, proprietorship, and management style.
2. Identify any apparent relationship evident in the case study between planning style, processes of strategy formulation, key objectives, key strategies, and critical success factors.
1. Identify planning style evident in the case study. Analyze its apparent implication for strategy formulation and decision-making in the case organization.
6. Compare and contrast the alternative planning styles of Goold and Campbell.
5. In what ways are planning style, organization structure, and style of management inter-related?
4. Describe the negotiated or negotiative style of planning. What are its advantages and disadvantages?
3. Describe the bottom up or planning up style. What are its advantages and disadvantages?
2. Describe the top down or planning down style. What are its advantages and disadvantages?
1. What is “planning style”?
Using available data or key informant interviews, describe the process by which objectives are established, strategies are formulated, and decisions made in an organization of interest to you.
6. Identify and analyze the nature of the resource allocation process in the case company or organization, if information is available.
5. Identify how decisions are made in the case company.
4. Identify how strategies appear to be formulated in the case company.
3. Identify the target or expected levels of achievement (if any) that are evident from the case study.
2. Identify the key influences on corporate governance, strategy formulation, and strategic decision-making. What are the critical success factors?
1. Identify who the decision-makers appear to be in the case company.
8. How may resources be allocated within the organization?
7. Compare and contrast some of the alternative conceptualizations of target or expected levels of enterprise achievement.
6. Compare and contrast Mintzberg’s four decision roles.
5. What process issues influence the outcomes of strategy formulation and strategic decision-making?
4. How are strategies formulated? By what means may strategic alternatives be most effectively generated?
3. What is corporate governance?
2. In what ways may founder or family influence strategy formulation or strategic decision-making?
1. Who is involved in the process of strategy formulation within the enterprise?
4. Using trends in ratios calculated from published accounts, prepare an analysis of the financial management of a company of interest to you.Comment on the implications of your findings for the wider strategic management of that company. Present your findings in the form of a report to management.
3. Write a report appraising the financial performance of a client SME or family company. Make appropriate suggestions for future financial strategy within the wider context of enterprise strategic choice. Present your findings.
2. Using published data, compare and contrast the financial performance of two or more publicly quoted companies in different countries.Comment as appropriate on the apparent choice of financial strategy within the wider context of enterprise strategic choice.
1. Using published data, analyze the financial and dividend performance of a publicly quoted company. Comment on its apparent choice of financial strategy.
4. Identify the relationship (if any is apparent) between financial strategy and enterprise strategic choice.
3. Identify and analyze the financial strategy or strategies (if any)apparent from the case study. Why do you think that the case company is pursuing this strategy?
2. More specifically, how influential are shareholders (and the directors representing their interests) in strategic decision-making and choice?
1. Identify the role and influence of the providers of finance as key stakeholders.
10. How may the enterprise attempt to secure its financial survival?
9. What is financial management? Why is it an important feature of the strategic management of the enterprise?
8. Describe some of the financial objectives of the family business and the SME.
7. How may the enterprise manage risk and the return to capital employed?
6. What is the role of the cost of capital concept in strategic choice and decision-making?
5. What is the cost of capital? How may it be formulated?
4. What is dividend policy and how may it be managed?
3. How may the enterprise satisfy the expectations of financial stakeholders?
2. Describe and comment on the expectations of the providers of finance as key stakeholders in the enterprise.
1. Why are financial strategies a key component of enterprise strategic choice?
4. Using available information, identify some actual examples of:• ethical enterprise behaviour• good environmentalist practice• socially responsible enterprise behaviour
3. Describe the ethos and value set of an organization that is of interest to you.
2. Using available information from a variety of sectors, identify some actual examples of:-• ethical strategies• environmentalist strategies• socially responsible strategies
1. Using available information, identify a good “corporate citizen”.
3. Comment on the degree to which the enterprise applies ethical principles to the processes of strategy formulation and decision-making.
2. Identify actions that are (or are not):-• ethical• environmentally sustainable• socially responsible
1. Identify enterprise values or value set.
5. What is social responsibility and why is it relevant to the strategic management process?
4. What is “sustainability”?
3. What are “green issues”?
2. In what ways does environmentalism influence strategy formulation and strategic decision-making?
1. Why are ethics and values relevant to strategy formulation and strategic decision-making? In what ways may they influence the process of strategic management?
6. Can the key stakeholders be identified from the case study? What are their various interests in the organization?
5. What are the relevant critical success factors? Are the missions, objectives and strategies evident in the case study clearly related to them?
4. What strategies are evident from the case study? Can these strategies in any way be categorized as being forced, self-imposed, required, rationalistic, deliberate, logically incremental, emergent, or opportunistic in character?
3. What objectives are evident from the case study?
2. Identify strategic intent and direction. In what direction does the case organization appear to be heading?
1. Identify enterprise mission. Does the case study organization appear to have a clear purpose?
8. Why are critical success factors relevant to the formulation of objectives and strategy?
7. What are stakeholders? What influence may they have on the strategy process?
6. Compare and contrast the various bases of strategy formulation.
5. What is strategy?
4. What are enterprise objectives?
3. What is strategic intent?
2. What is enterprise mission? Describe its components.
1. What is the strategy hierarchy?
2. Construct a methodology by which an organization might plan for, and deal with a future crisis, disaster, or induced catastrophe. What kinds of capabilities and resources might be needed to deal with this crisis?
1. Using available information, research and write a case study example of a crisis, disaster, or induced catastrophe in which you have an interest. Present your findings.
7. Describe and comment on features of a proactive approach to crisis management.
6. Describe and comment on the potential consequences of a reactive approach to crisis management.
5. Describe and analyze features of the process of contingency planning for emergencies, crises, disasters or induced catastrophes.
4. Define an induced catastrophe.
3. Define a disaster.
2. Define a crisis.
1. Define an emergency.
2. Using available data, construct a detailed two-year quantitative and qualitative forecast for a market segment of interest to a client company or SME. Present your findings.
1. Using available data, construct a three-year quantitative and qualitative forecast for a market, a sector, or an industry in which you have an interest.
2. Suggest alternative scenarios for these future circumstances, given the information in the case study (but don’t make things up - stick to the case study information only). What are the implications of these scenarios for the strategy of the case company or companies?
1. State your interpretation of information (if any) in the case study that gives an indication of future eventualities likely to impact on the case company or companies.
6. Describe and explain the use of any one qualitative forecasting technique.
5. Describe and explain the use of any one quantitative forecasting technique.
4. What is the role of the sales and market forecast in the process of business planning?
3. What is forecasting? Why is forecasting important to the process of strategy formulation and business planning?
2. What different types of plan are there? Compare and contrast these different types of plan.
1. Why should an enterprise plan ahead?
2. Using available information construct a risk matrix, or a set of matrices according to category of risk, for a SME or any other type of organization in which you have an interest.
1. Using available information, analyze and comment on the apparent risks inherent in the strategy and plans of a SME or any other type of organization in which you are interested. How is risk being managed by this organization? (Also see Chapters 9 and 13).
2. How, if at all, is the case company (or case companies) managing the risk(s) that you have identified in Question 1 above (also see Chapters 9 and 13).
1. Identify and comment on the potential risk(s) associated with the strategies, decisions, and plans being described in the case study (also see Chapters 9 and 13).
8. Describe and comment on some of the limitations to the risk assessment process.
7. In what ways may the enterprise manage the risk associated with the formulation and implementation of its chosen strategies and plans?(Also see Chapters 9, 10, and 13).
6. What are matrix risk assessment methodologies?
5. In what ways may the process of strategy formulation and strategic decision-making place the finance and resources of the enterprise at risk? (Also see Chapter 13).
4. In what ways may an analysis of event characteristics be used to indicate the potential risk associated with enterprise decision-making?
3. Describe and comment on some of the categories or sources of risk and uncertainty (also see Chapters 9, 10, and 13).
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